Explaining the types of structures that are found in a project environment.

Explaining the application of organisation structures in a project environment.

Explaining the major processes and activities required to manage a project.

The person credited with this unit standard is able to begin operating in a project environment by understanding the terminology used and interpreting and explaining fundamental concepts of project management. This standard will also add value to learners who are running their own business and recognise that project management forms an integral component of any business.

Each learner will receive a learner guide and workbook during the contact session that will assist them with the building of their POE (Portfolio of Evidence).

Learner will receive full instruction from us before the course to assist with the preparation of the course. Where possible additional resources will be provided to learners who are not able to get there resources.

Learners are required to apply skills and knowledge obtained on the course in the workplace. As learners apply these skills, they produce evidence, which needs to be compiled into a portfolio of evidence (POE). This POE is submitted to Trainyoucan for assessment. Learners will receive a workbook and portfolio guide, which will guide them through the process. Any additional resources required will be provided by Trainyoucan to the learner, free of charge.

WHO SHOULD ATTEND

Anyone involved in projects – whether as project manager, project team member, planner or senior manager – will benefit from this program. The skills and techniques taught on this program are relevant to all sectors of business and government including services, engineering, social development and information management.

Attend the contact session with Trainyoucan. (Each course starts with a 2 hour induction on the SETA’s and explaining the accreditation process. (Most of the learners find this very useful.)

We provide you with all the learning material that you need, including a workbook that you must complete. (Outside the classroom as required by the Unit Standard and OBE Learning)

You complete the workbook and submit this to our offices for assessments, or you can attend any of our FREE workshops for additional support. Any person who attended any of our courses can attend our workshops for FREE. One of the assessors can also evaluate your POE (Portfolio of Evidence) during the workshop and provide you feedback immediately.

Your POE is submitted to our Assessors that will complete the assessment process and provide directly feedback to you through our online tracking system.

Your file is scheduled for verification with the relevant SETA and uploaded on completion. Your final Certificate will only be issued once the SETA verified your POE for security reasons and a final SOR will be issues. (SOR, also called the “Statement of Results” will be issued by the relevant SETA once the process was completed). You MUST receive your SOR one completion from any provider as proof that you were registered. NO SOR = NO ACCREDITATION. (Bear in mind that this process can take up to 3 months to complete.

We provide you with all the guidance and resources to register with the relevant SETA of your choice.

ACCREDITATION AND QUESTIONS YOU SHOULD ASK

The criteria for the accreditation of training providers define a number of requirements that include:

Administrative procedures and record keeping and policies.

Management review

Authorization of affiliates

Tutor selection, training and performance review

Issuance of training certificates

Learner Support

Delivery, Assessment and Moderation practices

NOTE: There are basically two different types of accreditation:

The training provider or the institute must be accredited by a SETA. “ETQA” (Their offices, policies and procedures. This can be any SETA = does not matter what type of courses they offer.)

Each learning programme or qualification is accredited with the relevant SETA “ETQA” who is responsible for this programme. Also note that the word “accreditation” does not mean they SETA accredited. It must say “NQF Accredited”.

Before you can start with any course you should ask the following questions:

Is the course accredited and with what SETA?

What is the process and duration from start to completion?

Are there any additional fees for support to re-submission?

Entry Requirements? Do you charge for registration and why?

What discount can I get if I do more courses with your institute?

What after support and resources to you offer?

COPY OF THE UNIT STANDARD

All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.

SOUTH AFRICAN QUALIFICATIONS AUTHORITY REGISTERED UNIT STANDARD:

Explain fundamentals of project management

SAQA US ID

UNIT STANDARD TITLE

120372

Explain fundamentals of project management

ORIGINATOR

ORIGINATING PROVIDER

SGB Project Management

QUALITY ASSURING BODY

–

FIELD

SUBFIELD

Field 03 – Business, Commerce and Management Studies

Project Management

ABET BAND

UNIT STANDARD TYPE

PRE-2009 NQF LEVEL

NQF LEVEL

CREDITS

Undefined

Regular-Fundamental

Level 4

NQF Level 04

5

REGISTRATION STATUS

REGISTRATION START DATE

REGISTRATION END DATE

SAQA DECISION NUMBER

Reregistered

2012-07-01

2015-06-30

SAQA 0695/12

LAST DATE FOR ENROLMENT

LAST DATE FOR ACHIEVEMENT

2016-06-30

2019-06-30

PURPOSE OF THE UNIT STANDARD
The person credited with this unit standard is able to begin operating in a project environment by understanding the terminology used and interpreting and explaining fundamental concepts of project management. This standard will also add value to learners who are running their own business and recognise that project management forms an integral component of any business.

The qualifying learner is capable of:

Explaining the nature of a project.

Explaining the nature and application of project management.

Explaining the types of structures that are found in a project environment.

Explaining the application of organisation structures in a project environment.

Explaining the major processes and activities required to manage a project.

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING
Learners accessing this qualification will have demonstrated competence in computer literacy, numeracy, literacy and communications at NQF level 4 or equivalent.

UNIT STANDARD RANGE

Project level will include but is not limited to working as a leader in the context of a small project/sub-project involving few resources and having a limited impact on stakeholders and the environment or working as a contributing team member on a medium to large project when not a leader.

Projects may include but are not limited to all projects including technical, developmental and business related projects.

Roles may include but are not limited to Project Sponsor, Project Manager, Project Administrator, Project Engineer, Steering Committee, Team member.

Understanding and explanations will reflect the nature of project experience, the sector within the learner is operating and prior management experience.

International and local professional bodies linked to project management practice and standards will include but are not limited to Project Management Institute (PMI), Australian Institute of Project Management (AIPM), International Project Management Association (IPMA), and Association for Project Management (APM), Association for Construction Project Managers (ACPM), Cost Engineering Association of South Africa (CEASA) and Project Management South Africa (PMSA).

Recognised published standards may include but not limited to those published by APM, PMI, IPMA, Global Performance Standards for Project Management Personnel, American National Standard Institute, International Standards Organisation, British Standard and South African National Standards.

Policies and procedures may be organisation specified systems, policies and procedures or where these do not exist, accepted industry best practice.

Specific Outcomes and Assessment Criteria:

SPECIFIC OUTCOME 1
Explain the nature of a project.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
The characteristics of a project are explained with examples.

ASSESSMENT CRITERION 2
Differences between project and non-project work are explained with examples of each.

ASSESSMENT CRITERION 3
A basic project life cycle is explained with examples of possible phases.

ASSESSMENT CRITERION 4
The reasons for undertaking projects are explained with practical examples.

ASSESSMENT CRITERION 5
A range of types of projects and their complexity are explained in simple terms.ASSESSMENT CRITERION RANGE
Type of project may include but is not limited to simple, complex, closed to open, “fog, quest, movie or paint by number”, technical, business, community based, development, research and development of new products.

ASSESSMENT CRITERION 1
Project management is defined and its application is explained according to recognised published standards.

ASSESSMENT CRITERION 2
The major project management processes are described and explained according to recognised best practice.

ASSESSMENT CRITERION 3
The differences between project management and general management are explained with examples of each.

ASSESSMENT CRITERION 4
The difference between project management processes and technical (end product related) processes is explained with examples of each.ASSESSMENT CRITERION RANGE
Project management processes are those associated with the management of a project and technical processes are those required to produce the required deliverables to satisfy the objectives of the project.

ASSESSMENT CRITERION 5
The difference between a project team member and the project manager is explained in accordance with role descriptions.

SPECIFIC OUTCOME 3
Explain the types of structures that are found in a project environment.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
The reasons for defining structures for a project is explained with examples.ASSESSMENT CRITERION RANGE
Structures may include but are not limited to; programme to sub project hierarchy; organisation structures; product /work/cost/organisation breakdowns note – structure is a set of interconnecting parts of any complex thing, a framework.

ASSESSMENT CRITERION 2
The concept of programme and project hierarchies is explained with an example.ASSESSMENT CRITERION RANGE
Programmes include related projects, which may be broken down into sub projects, phases or other components/units.

ASSESSMENT CRITERION 3
The purpose of decomposing a project into manageable components or parts is explained with practical examples.ASSESSMENT CRITERION RANGE
Decomposing a project is breaking it down from top to lower levels, similar to a functional decomposition.

ASSESSMENT CRITERION 4
The concepts of breakdown structures for product, work and cost are explained in simple terms.ASSESSMENT CRITERION RANGE
Product may include products, services or results. The term deliverable is associated with Product, a common interpretation is that deliverables are produced as the project progresses resulting in an end product.

SPECIFIC OUTCOME 4
Explain the application of organisation structures in a project environment.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
The basic differences between a matrix and functional organisation structure are explained with examples of each.ASSESSMENT CRITERION RANGE
Limited to organisational matrix and functional structures not extended to their impact on a project.

ASSESSMENT CRITERION 2
The project organisation structure is described and explained in a written format.ASSESSMENT CRITERION RANGE
Organisation structure includes project roles and reporting such as team leader to project manager to project sponsor. Organisation structure includes identifying but not detailing description of roles, responsibilities and reporting lines, progress and communication reporting, authority hierarchy, decision-making accountability.
Reporting lines, authority levels, single point of responsibility/accountability.

ASSESSMENT CRITERION 3
The purpose and key responsibilities of two roles on a project are described in a written format.

ASSESSMENT CRITERION 4
Stakeholders are explained with examples of at least six different stakeholders.

SPECIFIC OUTCOME 5
Explain the major processes and activities required to manage a project.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
Key processes and activities that take place to manage a project are described from beginning to end.ASSESSMENT CRITERION RANGE
The processes and activities may include but are not limited to start up, initiation, planning, controlling, monitoring, execution, implementing, closing, evaluating.

ASSESSMENT CRITERION 2
The supplementary management sub-processes and activities required to support the key processes and activities are briefly described with examples of each.ASSESSMENT CRITERION RANGE
Supplementary sub-processes and activities includes but are not limited to scope, risk, quality, communications, schedule, cost, change control, resource, stakeholder and procurement management.

ASSESSMENT CRITERION 3
The reasons for planning and controlling a project are explained with examples of the consequences of not planning and controlling.UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS

An individual wishing to be assessed (including through RPL) against this unit standard may apply to an assessment agency, assessor or provider institution accredited by the relevant ETQA.

Anyone assessing a learner against this unit standard must be registered as an assessor with the relevant ETQA.

Any institution offering learning that will enable achievement of this unit standard or assessing this unit standard must be accredited as a provider with the relevant ETQA.

Moderation of assessment will be conducted by the relevant ETQA at its discretion.

In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.

This unit standard replaces:

US ID

Unit Standard Title

Pre-2009 NQF Level

NQF Level

Credits

Replacement Status

10131

Identify, organise and co-ordinate project life cycle phases for control purposes

Level 4

NQF Level 04

5

Complete

PURPOSE OF THE UNIT STANDARD
The person credited with this unit standard is able to begin operating in a project environment by understanding the terminology used and interpreting and explaining fundamental concepts of project management. This standard will also add value to learners who are running their own business and recognise that project management forms an integral component of any business.

The qualifying learner is capable of:

Explaining the nature of a project.

Explaining the nature and application of project management.

Explaining the types of structures that are found in a project environment.

Explaining the application of organisation structures in a project environment.

Explaining the major processes and activities required to manage a project.

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING
Learners accessing this qualification will have demonstrated competence in computer literacy, numeracy, literacy and communications at NQF level 4 or equivalent.

UNIT STANDARD RANGE

Project level will include but is not limited to working as a leader in the context of a small project/sub-project involving few resources and having a limited impact on stakeholders and the environment or working as a contributing team member on a medium to large project when not a leader.

Projects may include but are not limited to all projects including technical, developmental and business related projects.

Roles may include but are not limited to Project Sponsor, Project Manager, Project Administrator, Project Engineer, Steering Committee, Team member.

Understanding and explanations will reflect the nature of project experience, the sector within the learner is operating and prior management experience.

International and local professional bodies linked to project management practice and standards will include but are not limited to Project Management Institute (PMI), Australian Institute of Project Management (AIPM), International Project Management Association (IPMA), and Association for Project Management (APM), Association for Construction Project Managers (ACPM), Cost Engineering Association of South Africa (CEASA) and Project Management South Africa (PMSA).

Recognised published standards may include but not limited to those published by APM, PMI, IPMA, Global Performance Standards for Project Management Personnel, American National Standard Institute, International Standards Organisation, British Standard and South African National Standards.

Policies and procedures may be organisation specified systems, policies and procedures or where these do not exist, accepted industry best practice.

Specific Outcomes and Assessment Criteria:

SPECIFIC OUTCOME 1Explain the nature of a project.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
The characteristics of a project are explained with examples.

ASSESSMENT CRITERION 2
Differences between project and non-project work are explained with examples of each.

ASSESSMENT CRITERION 3
A basic project life cycle is explained with examples of possible phases.

ASSESSMENT CRITERION 4
The reasons for undertaking projects are explained with practical examples.

ASSESSMENT CRITERION 5
A range of types of projects and their complexity are explained in simple terms.ASSESSMENT CRITERION RANGE
Type of project may include but is not limited to simple, complex, closed to open, “fog, quest, movie or paint by number”, technical, business, community based, development, research and development of new products.

SPECIFIC OUTCOME 2Explain the nature and application of project management.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
Project management is defined and its application is explained according to recognised published standards.

ASSESSMENT CRITERION 2
The major project management processes are described and explained according to recognised best practice.

ASSESSMENT CRITERION 3
The differences between project management and general management are explained with examples of each.

ASSESSMENT CRITERION 4
The difference between project management processes and technical (end product related) processes is explained with examples of each.ASSESSMENT CRITERION RANGE
Project management processes are those associated with the management of a project and technical processes are those required to produce the required deliverables to satisfy the objectives of the project.

ASSESSMENT CRITERION 5
The difference between a project team member and the project manager is explained in accordance with role descriptions.

SPECIFIC OUTCOME 3Explain the types of structures that are found in a project environment.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
The reasons for defining structures for a project is explained with examples.ASSESSMENT CRITERION RANGE
Structures may include but are not limited to; programme to sub project hierarchy; organisation structures; product /work/cost/organisation breakdowns note – structure is a set of interconnecting parts of any complex thing, a framework.

ASSESSMENT CRITERION 2
The concept of programme and project hierarchies is explained with an example.ASSESSMENT CRITERION RANGE
Programmes include related projects, which may be broken down into sub projects, phases or other components/units.

ASSESSMENT CRITERION 3
The purpose of decomposing a project into manageable components or parts is explained with practical examples.ASSESSMENT CRITERION RANGE
Decomposing a project is breaking it down from top to lower levels, similar to a functional decomposition.

ASSESSMENT CRITERION 4
The concepts of breakdown structures for product, work and cost are explained in simple terms.ASSESSMENT CRITERION RANGE
Product may include products, services or results. The term deliverable is associated with Product, a common interpretation is that deliverables are produced as the project progresses resulting in an end product.

SPECIFIC OUTCOME 4Explain the application of organisation structures in a project environment.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
The basic differences between a matrix and functional organisation structure are explained with examples of each.ASSESSMENT CRITERION RANGE
Limited to organisational matrix and functional structures not extended to their impact on a project.

ASSESSMENT CRITERION 2
The project organisation structure is described and explained in a written format.ASSESSMENT CRITERION RANGE

Organisation structure includes project roles and reporting such as team leader to project manager to project sponsor. Organisation structure includes identifying but not detailing description of roles, responsibilities and reporting lines, progress and communication reporting, authority hierarchy, decision-making accountability.

Reporting lines, authority levels, single point of responsibility/accountability.

ASSESSMENT CRITERION 3
The purpose and key responsibilities of two roles on a project are described in a written format.

ASSESSMENT CRITERION 4
Stakeholders are explained with examples of at least six different stakeholders.

SPECIFIC OUTCOME 5Explain the major processes and activities required to manage a project.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
Key processes and activities that take place to manage a project are described from beginning to end.ASSESSMENT CRITERION RANGE
The processes and activities may include but are not limited to start up, initiation, planning, controlling, monitoring, execution, implementing, closing, evaluating.

ASSESSMENT CRITERION 2
The supplementary management sub-processes and activities required to support the key processes and activities are briefly described with examples of each.ASSESSMENT CRITERION RANGE
Supplementary sub-processes and activities includes but are not limited to scope, risk, quality, communications, schedule, cost, change control, resource, stakeholder and procurement management.

ASSESSMENT CRITERION 3
The reasons for planning and controlling a project are explained with examples of the consequences of not planning and controlling.

UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS

An individual wishing to be assessed (including through RPL) against this unit standard may apply to an assessment agency, assessor or provider institution accredited by the relevant ETQA.

Anyone assessing a learner against this unit standard must be registered as an assessor with the relevant ETQA.

Any institution offering learning that will enable achievement of this unit standard or assessing this unit standard must be accredited as a provider with the relevant ETQA.

Moderation of assessment will be conducted by the relevant ETQA at its discretion.